We maintain a human resources development policy that fosters employee individuality and are building a corporate culture that champions integrity and human rights.

Fostering Individuality

• Human Resources Development Policy

  We launched the New HRM policy in April 2006 to empower employees and encourage teamwork.

  We accordingly secured 225 people in fiscal 2006 under a collective recruiting system that replaced a business unit-based setup,initially allocating new employees to work sites that deal directly with customers.

  New HRM Policy

  • The ideal employee

    An on-site professional who draws on technical skills and experience to proudly serve customers,proactively makes and executes decisions as a team player, and optimizes added value through the team

  • Recruiting policy

    Use the collective recruiting system to employ diverse people who act proactively from companywide standpoints by expanding the scope of work that these people can perform

  • Assignments and training

    Ensure professional advancement through experience by eliminating long-term assignments, which narrow growth opportunities and perspectives. Broaden business perspectives by transferring employees across sections so they can amass experience throughout the value chain

  • Goal-setting and personnel evaluations

    Use a simple framework to strengthen daily communication between managers and subordinates, set goals from the bottom up, and optimize teamwork

• Training Systems

  Cumulative Number of People Trained

  	Calendar 2005	Calendar 2006
  Group training	5,271	6,091
  Assignments	2,930	3,071
  Schooling	1,721	105

  (Coverage: NTT Communications)

  We improve employee skills through an array of training programs for new, junior, and seasoned employees, and managers.

  Our programs supplement on-the-job training. Employees and supervisors discuss and choose courses based on career development plans. Shared responsibility in the choices encourages people to complete their courses.

  We provide rotational training for new employees, mainly in business units that deal directly with customers. Diverse experience enhances on-site capabilities and people skills so our people can view our operations broadly.

• Top Management Involvement in Training Programs

  Dialog Meetings

  	Fiscal 2005	Fiscal 2006
  Number of meetings	3	10
  Total participants	237	720

  (Coverage: NTT Communications)

  We offer opportunities for senior executives to participate in training and discuss management issues directly with employees. In fiscal 2006, executives attended dialog meetings to address questions from secondyear employees, new assistant section chiefs and section chiefs, and second-year section chiefs.

  Participants greatly valued the discussions about management specifics. We will arrange more such gatherings in the years ahead.

• Internal Job Posting System

  We and other companies in the NTT Group post new internal positions around three times annually. This setup enables employees to meet new challenges and deepen their involvements in our business.

  Employees can apply confidentially for posted positions. This system aims to put the right people in the right places. It has proved particularly popular among younger employees seeking to fully apply their skills or gain new experience. Another benefit of this system is thatemployees flow to the most attractive business sites, encouraging otherworkplaces to become more appealing.

  We will continue to use this system to build careers and energize the entire organization.

  Employee Transfers

  	Fiscal 2005		Fiscal 2006
  	Number of applications	Number of transfers	Number of applications	Number of transfers
  Within NTT Communications	173	94	117	52
  To other NTT Group companies	-	103	-	54

  (Coverage: NTT Communications)

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Revering Ethics and Human Rights

• Maintaining a Business Structure that Respects Human Rights

  Human rights are a vital focus for NTT Communications. We maintain a corporate structure that abhors discrimination and fosters bright and energetic workplaces. We treat our employees, partner employees, and temporary staffers equally out of respect for diversity and individuality.

• Human Rights Education

  All Group employees and partner employees must attend human rights seminars at least once annually. These people gain basic knowledge about discrimination and how to prevent it, and learn how management seeks to improve workplaces. Directors and executives attend annual classes on discrimination and other human rights issues.

  External experts give annual lectures on sexual and power harassment. We distribute a monthly e-mail magazine to all employees and par tner employees that highlights examples of workplace harassment.

  We will continue to heighten employee awareness of human rights issues through our educational programs.

  Participants in Human Rights Programs

  	Fiscal 2005	Fiscal 2006
  Harassment	250	213
  Human rights in the workplace	14,805	17,789
  Top management training about human rights issues	42	42

  (Coverage: NTT Communications)

• Soliciting Human Rights and Compliance Slogans

  

  Human rights and compliance calendar

  We solicit slogans every year to increase understanding of human rights issues.

  In fiscal 2006, we received more than 10,000 slogans in a campaign that concurrently focused on human rights and compliance.

  We gave awards to one Group company and five parent business units for 31 slogans and chose two for the top prizes. The best human rights slogan was, “Choose decency over dominance to prevent power harassment.” The compliance one was, “Don’t leave important documents on your desk.”

  We increase daily awareness of human rights issues by distributing block calendars or memo pads featuring these slogans to all worksites.

• Experiential Learning

  

  Riding in a wheelchair

  

  Wearing eyeshades

  We conduct an annual program to deepen employee understanding of persons with disabilities and the elderly. Employees wear eyeshades, move around in wheelchairs,a nd s imu l a te t he experiences of old age.

  In fiscal 2006,we held this program on December 11 and 15. We received a lot of positive feedback from participants,notably:

  • “I learned how hard it is for the elderly.”
  • “I will be much nicer to the elderly from now on.”
  • “I wore eyeshades, so now I know how to help people with impaired vision.”
  • “I’ll be more kind to others.”

  Participants in Our Experiential Learning Program

  	Fiscal 2005	Fiscal 2006
  Eyeshades	19	37
  Moving around in wheelchairs and simulating the experiences of aging	37	43

  (Coverage: NTT Communications)

  Comments from Experiential Learning Program Participant

  

  Nobuhiro Komatsu
  Chief of Channel Sales Division

  I walked the streets wearing eyeshades, with one hand holding a white stick and the other resting on my guide’s shoulder. Using the stairs was terrifying, even in places I pass through regularly without a second thought. The only break in the stress was my guide’s calming words. I felt much safer when told that we were coming toward a turn or some steps because then I knew what to expect.

  We should naturally provide more barrier-free facilities for the safety of people with impaired vision and other disabilities. I realized from this experience that simply talking to people with physical disabilities greatly comforts them.